Client Context
A leading Fortune 100 company was navigating complex internal communications about employee compensation during a moment of amplified anxiety about rising inflation and other economic factors.
The Business Challenge
Compensation information had become fragmented across many channels, resulting in confusion rather than clarity across the enterprise. While the core content was sound, many managers lacked the confidence and skills to deliver compensation messages effectively, and the materials lacked guidance on how best to deliver the information. As a result, conversations around compensation frequently raised more employee questions than they resolved, and employees repeatedly redirected their frustrations back to HR teams. Without a change in approach, the organization risked continuing cycles of confusion, disengagement, and growing strain on HR resources.
Capabilities Applied
- Cross-Functional Working Sessions
- Communications Planning
- Messaging Development Feedback Surveys & Focus Groups
Approach
We began by aligning communications and subject matter expert teams to establish shared goals and desired outcomes for the work. The process revealed gaps in understanding and ways of working that were bridged through several working sessions. We then reviewed existing compensation materials in detail, assessing both content and context for use. Based on these insights, we developed a role‑based approach to triaging information so managers received only what was necessary. Pivotal communications—including core resources and trainings—were redesigned hand-in-hand with the subject matter experts to emphasize clear talking points and actions for managers.
Compensation communications shifted toward a more employee‑centric model, prioritizing clarity and actionable guidance over details most relevant to small pockets of employees. Leaders gained a clearer understanding of how different roles across the organization engage with compensation information, informing future HR support strategies.
Impact
The impact of these changes was validated through post‑training surveys and focus groups with managers and HR leaders. After the training, 89% of managers reported feeling more knowledgeable about compensation, and 90% stated they felt better prepared to discuss compensation with their direct reports than they had in years past. Live training was also confirmed as the preferred primary learning channel, directly shaping our client’s approach to training in future years. Armed with a more collaborative way of working, the team was well positioned to build on these successes in future years.
